Development Planning A Strategic Approach to Future Air Force Capabilities (2014) / Chapter Skim
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3 Improving Development Planning Support to U.S. Air Force Strategic Decision Making
3 Improving Development Planning Support to U.S. Air Force Strategic Decision Making
Pages 51-60
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From page 51... ...
Chapter 2 described the status of development planning today in the military technology development complex. This chapter describes what development planning could be and should be for the Air Force and recommends specific steps the Air Force should take to strengthen, revitalize, and make development planning an ongoing and enduring Air Force process.
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From page 52... ...
For development planning to be effective, it should be institutionalized as part of the existing Air Force strategic planning process, as shown in Figure 3-1. This current overall strategic planning process takes national strategies and joint capabilities assessment and distills them into various programs that are then sub mitted as part of the Air Force budget request.
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From page 53... ...
These trades, in turn, support Core Function Support Plans and planning choices to provide program guidance, recommendations, and updates to the Air Force Strategic Master Plan. In particular, development planning should affect the areas in the box identified in Figure 3-1.
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From page 54... ...
The Air Force should develop and standardize the use of capability collaboration teams across all Service core functions as a means to facilitate development planning. As originally established by Air Combat Command (ACC)
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From page 55... ...
Head uarters Air Force representatives, that developed the current science and technology planning q process and governance structure, which was subsequently codified in Air Force Instruction 61-101. ACC was the first MAJCOM to formerly establish CCTs and the MAJCOM to most enthusiastically incorporate the CCT concept into their planning process (Stephen Munday, Office of the Deputy Assis ant Secretary of the Air Force for Science, Technology, and Engineering, personal communica t tion to National Research Council staff member Carter Ford, September 29, 2014)
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From page 56... ...
By thoroughly considering new c apability development through analyses, experimentation, and demonstration, Suggested Enhancements to Current USAF Planning Process 1 Chief of Staff Directs Modifications to Start Program Planning Based on Feedback CSAF 5 Planning Team (CPT) Program Planning Guidance •Directive must be from the CSAF •Must have adequate and consistent resources and funding •MAJCOMS need to buy in and collaborate •Air Education & Training Command must develop specific DP curriculum •Must be perceived as a career growth area allowing exemplary participants 2 Chief Of Staff Receives Frequent POM Feedback To OSD Of Mission Capability •Must incorporate inter-service & international cooperative planning •Headquarters Air Force (HAF)
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From page 57... ...
The key element of the development planning process provided by the Deputy Chief of Staff for Operations, Plans and Requirements is the targeted Core Function Support Plan, which starts with the 13 Core Function Leads identifying and prioritizing capability gaps. The resources needed should provide focused support from the Core Function Leads, the necessary analyti cal and technical capabilities of the personnel comprising and supporting the Chief of Staff of the Air Force planning teams and the capability collaboration teams, and the financial means to achieve the desired planning analysis and recommendations.
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From page 58... ...
Formal training in development planning needs to begin early in the career of f uture Air Force leaders and needs to be incorporated in the curricula of profes sional military education and advanced education for civilians. It is imperative that the Defense Acquisition University, the Air Force Institute of Technology, and other training organizations make development planning education a priority (see Find ing 2-13)
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From page 59... ...
initiative and its related "Revolutionary Acquisition Techniques Procedure and Collaboration" forum should be captured and examined for application to the broader development planning tool set. In this sustained emphasis on development planning, analytical skills, technical innovation, concept development, systems engineering rigor, and excellence become part of the broader Air Force culture.
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From page 60... ...
A systematic approach would include identifying weaknesses, shortcomings, and failures; the causes of these; and ways to address them in the next stages. BOTTOM LINE Development planning, properly used by experienced practitioners, can pro vide the Air Force leadership with a tool to answer a critical question, Over the next 20 years in 5-year increments, what capability gaps will the Air Force have that must be filled?
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